Job Crafting: It Works for Teams, Too

It’s well known that job crafting – in which employees change their behavior, approaches, or interactions on the job – can make work more engaging and fulfilling for individual employees. But can the positive benefits of job crafting also improve the performance of teams? They can indeed, according to a study published in Group & Organization Management by Maria Tims, Arnold B. Bakker, and Daantje Derks, all of Erasmus University Rotterdam, and Willem van Rhenen of Business University Nyenrode:

GOM_72ppiRGB_150pixwRecent studies have indeed shown that employees take the initiative to craft certain characteristics of their job… There is also accumulating evidence that job crafting has a positive impact on individual well-being and job performance… In the present study, we aim to expand this literature by investigating job crafting in teams. Specifically, we examine whether team job crafting is related to individual performance because it sets the stage for individual job crafting and team work engagement. We draw upon theories about norms, modeling, and emotional contagion to explain how working in a team may be related to individual employees’ behaviors and work engagement. This study contributes to the job crafting and work engagement literatures by extending job crafting to the team level.

Continue reading “Job Crafting at the Team and Individual Level: Implications for Work Engagement and Performance” in Group & Organization Management, and sign up for e-alerts about new research from the journal.

This entry was posted in Engagement, Teams and tagged , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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